By Volker Bach, Leo Brecht, Thomas Hess, Hubert Österle
Dipl.-Wirtsch.-Inf. Volker Bach, Dr. Leo Brecht, Dipl.-Wirtsch.-Inf. Thomas Hess und Prof. Dr. Hubert Österle verfügen über umfangreiche Projekterfahrungen im redecorate von Organisationen sowie in der Informationssystem-Entwicklung. Sie arbeiten federführend an der Entwicklung von Methoden und instruments für das enterprise procedure remodel, deren Ergebnisse u. a. durch eine Reihe von Monographien breiten Anwenderkreisen vertraut sind. Im Rahmen des Forschungsprogramms "Informationsmanagement HSG" an der Universität St. Gallen findet Forschung in enger Kooperation mit führenden Unternehmen statt. Auf diese Weise können die Autoren stets in der Praxis validierte Ergebnisse präsentieren.
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Extra info for Enabling Systematic Business Change: Integrated Methods and Software Tools for Business Process Redesign
Example text
171]) The overall method evaluation combines the rankings in all four liM/Til quadrants. Masys assigns the fit with the utilisation profile great significance; design areas and method components receive moderate significance, and integration possibilities (context) are given low significance. 13). In the Masys example, suitable tool support for the three best methods - Boston Consulting Group, Manganelli/Klein and bsterle - needs to be identified. The characteristics of the three methods will generate different requirements for a suitable tool.
2 Empirical Investigations paper", in the sense of complete detachment from the existing situation that has been demanded by some authors, has obviously not been fully accepted; this approach was taken in only 16% of all cases. There is still no clear answer to the question of the extent to which the currently existing process should be recorded before designing the new process: in 45% of the cases investigated the existing process was only broadly specified, but 39% undertook a detailed specification.
Ade presentations, each praising their own "incomparably good" approach. At the same time uncertainty is growing within Masys about which interpretation of BPR should be adopted, and whether the Organisation Department would be in a position to undertake BPR projects without the help of external consultants. Specifically, Masys needs quick, straightforward answers to the following questions: • Methods: The BPR methods seem to use diverse terminology to conceal similar contents. How can Masys compare and evaluate BPR methods?
